Like Will to Like He whose two days (of life) are the same (making - PDF document

28.09.2012 International International Ibni Sina Health Capacity Building Programme. Management Certificate at Health Health Founder Member of Strategic Health Ins. Organization Organization Healthcare Institutions Kızılay Hospital and Health Care Facilities Doctor Doctor Federation Management and Administration Training Programme Iso 9000:2000 Asst. Manager at Founder member and Inspector and Head TUREM Provincial Directorate of Branch manager at Inspector Certificate First-Aid Training Health Medical Professions and Special Care and Diagnosis Centers Emergency Shareholder in Management at Private Doctor ? Private Health Healthcare Ins. Institution Patient Total Quality Management Healthcare Asst. Medical Management Superintendent Member of Teacher Training in Natural İzmir Healthcare Organizations at Healthcare Disasters Board of Directors High School Workplace Doctor at Primary Quality Doctor at Tuberculosis Prison Doctor Doctor Healthcare Management Healthcare Center Center Rep. Founder DR.ALİ IRAVUL Member of Student ESAFED YEMEN 2012 DR. ALİ IRAVUL DR.ALİ IRAVUL 2 Like Will to Like He whose two days (of life) are the same (making no progress) is at loss Hz.(Holy) Muhammed (sav) Healthcare service is a team game You are as strong as your weakest link 1

28.09.2012 Imagine that you have a world-famous cardiovascular surgeon, who operates surgeries that might be said to impossible, but you do not have a sufficient postoperative care team, and patients die due to simple infection cases after surgeries that might be eight-hours-long. Quality management cares for such issues that seem to be small and insignificant but can not be ignored like this example. We may say the “motto” for healthcare organizations is; Employee Empowerment • Mentorship 1990 “…operating right procedures for right people at • How may I help you to progress? the right time and do it right on the first time” • Leadership 1980 • I should show you how to do it This would only be possible by improving 1970 quality continuously • Inspection • I should audit you Until 70’s management techniques were in a manner of Quality Inspection and Auditing . Management System Quality Quality Quality • Managers were trained to keep employee Inspection Control Guarantee focus on controlling processes (planning, organizing and co-ordination). Management Responsibilities Find Errors Prevention Prevention • In this management style often results were Resource driven by fear as employees received feedback Management related to audits/inspections of one person. Statistical ISO 9000 Process Method certification Management • This management style was action by Measuring, dictation due to its own nature. Analyses and Improvement 2

28.09.2012 Mentorship is characterized as supportive management In 80’s leadership model was more preferred to inspection by many people. model At this era managers were trained with the idea that effective • In mentorship model, successful managers management techniques were a combination of management teach employees in all levels within and leadership skills. organization to discover their own abilities. It was taught that effective managers were able to improve success and performance for their employees. • More importantly, productivity would be Managers with consciousness on effectiveness were training reached by shared vision. themselves on their communication and debate skills. • In such environment, everybody would In leadership model, successful managers would get results by focusing on solutions and by persuading others in order to be explore their own vision and role in order to trustworthy and determined. reach shared vision of the organization. Today the term “Mentor” has the meaning of trusted advisor, guide and 2000 coach. Today it is not the hardworking or educated that is hard to find, it is Successful manager would not only lead, but they will the person who takes initiative, creative and act in passion. mentor their employees by asking questions such as; There will be more companies where employees act accountable • “What are you doing?” and responsible with the spirit of voluntaries. “What would need to be done to do same process in half-time that Decision making process will include all levels of the company. • are being spent today?” Strict hierarchical structures and well divided organizations will • “What would need to be done to finalize this process with zero extinct like dinosaurs. error ?” There will be less managers, and old managers will be replaced by • More importantly, every member of the organization coordinators. Employees will decide by detecting their priorities by using should mentor themselves by asking the same questions • common values of the companies. and find the answers. Transparency within company will be a standard. Top secret • Mentorship method can be described as managing by decisions known by a few will be history. Innovation will be everyone’s job. questioning. Gary Hamel Total Quality Management Objective Receiving perfect performance results on all is a management style that; processes by using employee participation and continuous improvement sense to satisfy targets to go beyond customers expectations, customer needs and expectations. supports teamwork, and reviews &improves all processes. 3

28.09.2012 Total Quality Management Total Quality Management TQM approaches with system integrity is not managing people, understanding to organizations. is managing with people. TQM should be based on a shared vision. TQM does not questions people or leadership, it is co is co- -management management only questions process management. is a new way of thinking. 5 questions of improving quality • In order to provide quality service, first it needs to be determined level of quality and • Where am I? quantity of the services compared to targeted • Why am I here? position. • Where do I want to be? • In quality management all decisions should be • What do I need to do to be there? based on evidence (data). • What have I succeeded until now? So; Basic Concepts • Customer Focus • Quality of service, • Process Management • service productivity, • Focusing on objectives • service efficiency, • Management with data • and the results should be reviewed, • Prevention • accountability should be valued, • Continuous Improvement • Participation and Synergy • and forward looking policies should be created, • Communication • measurements should be done and their results • Continuous training should be evaluated, • Leadership • in order to plan and compare. 4

28.09.2012 Customer Customer Focus Within institution : the next division or User of products and services that arise from process actions of a company or a person. • INTERNAL CUSTOMER Outside the institution : user of product or service • EXTERNAL CUSTOMER Customer Focus Quality Quality Actually the boss is customer. is determined is determined Without the customer neither institution nor by the Customer by the Customer boss can survive. Salaries and wages are paid by the customer not the boss. No customer, no boss. Quality = Customer Satisfaction Expectation Customer Satisfaction=Expectation-Perception (S) (E) (P) E>P Negative Case E=P E<P Positive Case Expected quality Negative case means there is lack of quality, Positive case means quality. Customer satisfaction is very important. Perceived quality Only 4% of customers complain. 96 out of 100 unhappy customers do not complain. But they make negative comments at least ten times which means 960 negative comments on your service. 5

28.09.2012 There are three important effects of Customer Judgments of Kano this. 1. For each 91 lost customer, you would need to spend 6 times more money, therefore keeping a I. Expected Level- What it is supposed to be customer costs 1/6 of replacing. 2. Negative comments mean bad press and bad reputation. II. Desired Level – Good to have 3. The easiest way to see issues in quality perception is to promote customers to give actual complaints. III. Admired Level – Customer to be proud of This way in time, issues to complain about would services decrease therefore complaints would decrease. I. Level according to Kano II. Level according to Kano I. Level is what customer targets to get. In II. Level customer needs are features that are desired by our customers in our services. another words it questions what features should our services have in order to keep our Lack of these services would not cause customer customers. loss, but also would not improve our relationship. Understanding first level of customer needs would show This features aren’t specific and in the middle. use which features in our services should be kept in order We need to ask the question “Have you been to keep our customers and otherwise we would lose satisfied/happy with our services?” to our them. customers in customer surveys. III. Level according to Kano Process Management III. Level customer needs would get our customers to promote our services to people they interact with. Services are not In order to find these needs, below question can be raised, produced by people “Which features in our services would get our but by processes. customers to be proud of working with us?” At this point Kano argues that people that are responsible for process management should be able to understand III.Level customer needs. 6